Vantaggi
Growth opportunities. Skills learned here provide you with immense opportunity to transition into nearly any industry and adapt quickly and be successful. Extensive initial training. Great starting pay. Great benefits. Great facilities. Some places view Paycom survivors as valuable employees and that will assist you in obtaining employment Post-Paycom.
Svantaggi
Lack of work/ life balance. Lack of consideration from management regarding the lack of work/life balance. It seems as if upper management is made up of individuals who have either blinded themselves to the lack of work/life balance or are career minded enough that it is not a consideration. I have seen supervisors in the past boast about being home after 6pm. With the firsthand knowledge that the majority of supervisors and team leaders are expected to be there before 7am this is a concerning mindset that has been established in the leadership of the company. And this mindset flows down to their employees which creates a culture that is far different from the one that had Paycom winning awards for being a Top Workplace. In my time there, this award season came 3 times. The first time the survey for this award was given to every employee at the all company meeting. The second time it was only given to Team Leaders and above (at least in PSD) and the third time it was not handed out at all to anyone I knew in PSD. Take that as you will but that shows me a lack of confidence in the employees' opinion of the company. The turnover in PSD is often regarded as trimming the fat or getting rid of people who didn't have the right vision. The reality is that this quantifiable data should be used to examine the workload given to specialists and that workload should be reevaluated extensively. Often times to processes or policies are implemented by TLs or Supervisors who are trying to get their name tagged onto something to help them move up. Sometimes these processes worked well department wide. Sometimes these processes worked well on a team level but were not conducive when applied to the department as a whole due to the variance from client to client. This is typically not considered and when complaints arise about the process not being effective the feedback is essentially "deal with it" or "it worked for them, it should work for you." Rarely ever is a process completely scrapped once it is announced even if it is found to be unsuccessful across the majority of the department. Personally I have made formal, evidence backed, and non-hasty objections to processes only to be rebuffed by management and told the process is not changing. Beyond the change in culture and massive workload, there is a severe lack of lateral movement in the company if you are in PSD. While the opportunity for promotion within PSD is great it only exponentially increases the workload. From my experience--PSD leadership would rather lose employees from burnout or termination before allowing them to transfer to another department. I have seen many employees leave Paycom when they could have contributed in another department but were simply denied their request (even if their work history should have merited a transfer) without any explicit reasoning provided. When I left, there wasn't even a process or written policy that I was aware of for transfers. It came down to who you knew and if they were willing to pass you along to their friend in another department. While I understand department knowledge and growth is important for promoting within the department it should also be a consideration that a valuable employee that still wishes to contribute in another manner should not be denied that opportunity if it means they leave the company.
